APMG International CHANGE-MANAGEMENT-FOUNDATION Online Practice Questions and Exam Preparation

APMG International CHANGE-MANAGEMENT-FOUNDATION Online Questions & Answers

• Question 11:

  Which statement about Senge's system thinking model is correct?

  A. Processes in organizations can either support or limit the effectiveness of change
  B. Change can beplanned and implemented using an eight-stage model
  C. Change must e driven primary by senior sponsors
  D. Leadership support is NOT required in the systems thinking model
  A. Processes in organizations can either support or limit the effectiveness of change

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  Explanation/Reference:

  Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model. References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation% 20Sample% 20Paper%204%20-%20v1.0.pdf (page 11)

• Question 12:

  Which is a description of the role of Line Management in the change process?

  A. Develops communications networks across the organization
  B. Tests thinking and advises on effective delivery of change
  C. Provides financial resources to support specific change tasks
  D. Ensure senior managers are committed to the changes
  B. Tests thinking and advises on effective delivery of change

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  Explanation/Reference:

  According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Line Management is a sub-role of Change Agent, which is the role that promotes an idea to potential Sponsors and implements the change once it is approved. Line Management tests thinking andadvises on effective delivery of change, as well as supports and coaches staff through the change. The other options are not descriptions of the role of Line Management, but rather of other roles or activities in the change process.

• Question 13:

  Which statement describes `shared values' in the McKinsey 7S model?

  A. The ability of employees to perform their roles
  B. The introduction of matrix management
  C. The attitude of staff toward their work
  D. The management style adopted by senior leaders
  C. The attitude of staff toward their work

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  Explanation/Reference:

  The McKinsey 7S model is a framework to analyze and improve organizational performance and effectiveness. The model consists of seven interrelated elements: strategy, structure, systems, shared values, skills, style, and staff. Shared values refer to the core values and beliefs that guide the organization's vision, mission, and culture. The attitude of staff toward their work is an example of shared values. The other options are examples of other elements in the model.

• Question 14:

  Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?

  A. Hold on to established routines wherever possible
  B. Reduce gossip by limiting social occasions at work.
  C. Direct feedback through the normal line management processes
  D. Describe thisperiod as an opportunity to learn
  D. Describe thisperiod as an opportunity to learn

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  Explanation/Reference:

  Bridges' model of human transition describes three phases that people go through when they experience change: ending, losing, and letting go; the neutral zone; and the new beginning. The neutral zone is a period of uncertainty, confusion, and anxiety, but also creativity, innovation, and learning. To help people through this phase, change leaders should describe this period as an opportunity to learn new skills, explore new possibilities, and experiment with new solutions. The other options would not help people through this phase, as they would either maintain the status quo, increase gossip and rumors, or limit feedback channels.

• Question 15:

  Which MNTI Preference is characterized by being spontaneous and disliking detailed plans?

  A. Intuition
  B. Feeling
  C. Perceiving
  D. Introvert
  C. Perceiving

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  Explanation/Reference:

  According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert.

• Question 16:

  Which of the following statements about two-way communication are true?

  Two way communication is useful for getting important information out quickly to large groups of people

  Two-way communicationencouragesand increases people's motivation to interact to find out more.

  A. Only 1 is true
  B. Only 2 is true
  C. Both 1 and 2 are true
  D. Neither 1 or 2 is true
  B. Only 2 is true

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  Explanation/Reference:

  Two-way communication is a type of communication that allows for feedback, interaction, and dialogue between the sender and the receiver. Two-way communication is useful for engaging stakeholders, building trust and rapport, clarifying expectations, and resolving issues. Two-way communication encourages and increases people's motivation to interact to find out more, as they feel valued and involved in the change. Therefore, statement 2 is true. However, two-way communication is not useful for getting important information out quickly to large groups of people, as it can be time-consuming, complex, and inconsistent. For this purpose, one-way communication, such as newsletters, emails, or announcements, may be more suitable. Therefore, statement 1 is not true.

• Question 17:

  Which item is one of Mayfield's seven principles of stakeholder engagement?

  A. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time
  B. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
  C. Continually look at the big picture and the long term to make sure the change sticks
  D. Different levels of engagement are required depending on where people are along the change journey
  B. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away

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  Explanation/Reference:

  Mayfield's seven principles of stakeholder engagement are: Engagement is a two-way process Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away Different levels of engagement are required depending on where people are along the change journey Engagement requires empathy understanding what matters most to stakeholders Engagement requires authenticity -being honest about what can be influenced Engagement requires creativity -finding ways to involve stakeholders in meaningful ways Engagement requires courage being prepared to have difficult conversations Therefore, option B is one of Mayfield's seven principles of stakeholder engagement.

• Question 18:

  When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?

  A. Change work priorities to devote more time to change
  B. Withdraw attraction and focus on day to day tasks
  C. Redefine the changes to suite then better
  D. Complain to senior management that change is being badly managed
  B. Withdraw attraction and focus on day to day tasks

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  Explanation/Reference:

  When change takes a long time to embed, stakeholders may lose interest, enthusiasm, or commitment to the change. They may withdraw attention and focus on day to day tasks, as they feel that the change is not relevant, urgent, or beneficial for them. This may affect the momentum and success of the change. Therefore, option B is the most likely stakeholder response that may occur in this situation. The other options are less likely, as they either imply more involvement, effort, or feedback from the stakeholders.

• Question 19:

  Which of the following is a purpose of creating a change management plan when preparing for change?

  A. Document the set of typically recurring actions that contribute to change readness'
  B. Provide a detailed schedule of project and their dependencies
  C. Capture of full list of issues to be resolved before change can start
  D. Record a list of all the change risks and the responsive actions required.
  D. Record a list of all the change risks and the responsive actions required.

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  Explanation/Reference:

  One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities.

• Question 20:

  What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?

  A. Communicating the change vision
  B. Empowering employees for broad-based action
  C. Generating short-term wins
  D. Creating the guiding coalition
  D. Creating the guiding coalition

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  Explanation/Reference:

  Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are: Establishing a sense of urgency Creating the guiding coalition Developing a vision and strategy Communicating the change vision Empowering employees for broad-based action Generating short-term wins Consolidating gains and producing more change Anchoring new approaches in the culture Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition.